CEOs: 47% failure rate in sales is unacceptable!
For the third year in a row, sales effectiveness has declined across all industries. According to the latest CSO Insights report, the average sales organization achieved 53% of its goal in 2017. That’s a problem, and not just a theoretical one. Declining sales performance correlates directly, across the board, to declining revenue plan attainment.
The #1 Most Overlooked Factor In Increasing Win Rates?
Quick question: what’s the #1 most overlooked factor in increasing win rates? Hiring better salespeople? Developing more compelling proposals? Qualifying better/harder? Lowering your prices? (Answer: none of the above).
The three pillars of a dynamic sales process
Sales departments often resist formalizing their sales process because they fear that “process” will inhibit their sales team’s ability to innovate and respond flexibly to the demands of each particular sales situation. For some organizations, that’s exactly what happens. They hire inexperienced salespeople, give them tightly controlled scripts, and insist that they follow every step of the prescribed process in exactly the same manner every time.
5 simple steps for sales enablement
Sales enablement may be a term used in larger, metrics-focused organizations. It’s not typically something small-to-mid-sized business leaders may know or care about. So what is it and why is it important for companies of all sizes?
Five takeaways from the latest CSO Insights research: an interview with Tamara Schenk
CSO Insights, a division of MHI Global, conducts leading research into sales best practices, strategic trends, and the next generation capabilities driving sales performance. Their bi-monthly reports are among the most respected and in-depth studies available in the industry.
Sales Organizations: The Survival of the Fittest
There is an air of inevitability that at some point, in the not too distant future, many of the tasks now routinely handled by “salespeople” will become automated – in fact, it is already happening.
